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Hosted byICC - Innovate. Coach. Consult. | www.InnovateICC.com
THE 7 PILLARS OF REINFORCEMENT
Reinforcement’s Impact on Your Leadership Development
Introductions
Host Susan Ruhl
ICC – Innovate. Coach. Consult.
Thanks for joining today!
Webinar Participation• Start as muted• Participate in polls• Type in “Questions” area• Q&A also at end• Please take our survey• SHRM/HRCI credits• Slides
7 PILLARS OF REINFORCEMENT
BEFORE: Determining the Where and the Who
DURING: Meet The Modern Learner
AFTER: Mission Critical: Reinforcement
FINALLY: Dose of Reality
Questions
How do you decide WHERE to invest your training dollars?
How do you decide in WHOM to invest your training dollars?
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DETERMINING THE WHERE AND THE WHO?
WHERE TO INVEST?
• Increase efficiency?• Build new products?• Engage talent?• Increase customer satisfaction?• Strengthen the brand?
DIFFERENT SKILLS FOR DIFFERENT GOALS
Increase Customer Satisfaction
Focus on Customers Create Buy‐In
Eliminate Barriers to Change
Develop Capable Teams Mentor & Coach
Improve Efficiency
Implement Strategy
Plan and Organize Work
Create Urgency
Analyze Information
Think Through Solutions
Make Good Decisions
DIFFERENT SKILLS FOR DIFFERENT GOALS
IN WHOM SHOULD YOU INVEST?
12% Drop out before finishing
IN WHOM SHOULD YOU INVEST?
12% Drop out before finishing
40% Promoted but fail
IN WHOM SHOULD YOU INVEST?
Center for Creative Leadership, 2010Harvard Business Review, 2010
12% Drop out before finishing
40% Promoted but fail
33% Actively seeking other employment
IN WHOM SHOULD YOU INVEST?
12% Drop out before finishing
40% Promoted but fail
33% Actively seeking other employment
85% Won’t become successful leaders
IN WHOM SHOULD YOU INVEST?
At The End Only 15% Can Potentially Become Successful Leaders
IN WHOM SHOULD YOU INVEST?
OOPS! WRONG PEOPLE?
36% “We are not
high potentials!”
Center for Creative Leadership, 2010
SELECTING THE “RIGHT” PEOPLE
01020304050607080
Performanceappraisals
Managernominations
Assessments
Frequency AccuracyAMA Enterprises, 2012Corporate Leadership CouncilSchmidt & Hunter, 1998
How much time does the typical learner spend on training and development during the work week?
1%5%8%14%20%
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POLL
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THE MODERN LEARNER
10,000 Hour Rule Results Above Repetition Goal-Oriented Behavior Change Measurements
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MISSION CRITICAL: REINFORCEMENT
1. Close the 5 Reinforcement Gaps2. Master the 3 Phases for Results3. Provide a Perfect Push and Pull4. Create Friction and Direction5. Follow the Reinforcement Flow6. Create Measurable Behavior Change7. Place the Participant Central
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THE 7 PILLARS OF REINFORCEMENT
Knowledge GapSkills GapMotivation GapEnvironment GapCommunication Gap
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1. CLOSING THE 5 REINFORCEMENT GAPS
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2. MASTER THE 3 PHASES FOR RESULTS
Awareness Knowledge and Skills
Behavior Change
Awareness is WHYKnowledge and Skills are HOWBehavior Change is APPLY
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2. MASTER THE 3 PHASES FOR RESULTS
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3. CREATING THE PERFECT PUSH AND PULL
Practical Tips
Don’t tell, SHOWWrite SCENARIOSEncourage SOCIAL FRICTION
Ask yourself : “HOW MUCH GUIDANCE?”
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4. CREATING FRICTION AND DIRECTION
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5. FOLLOW THE REINFORCEMENT FLOWCH
ALLE
NGE
SKILLS
ANXIETY
BOREDOM
Kirkpatrick Level 4 is a minimum
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6. CREATE MEASURABLE BEHAVIOR CHANGE
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6. CREATE MEASURABLE BEHAVIOR CHANGE
Level 1:Reaction
THE KIRKPATRICK MODELTo what degree participants react favorably to the learning event
Level 2:Learning
To what degree participants acquire the intended knowledge, skills and attitudes based on their participation in the learning event
Level 3:Behavior
To what degree participants apply what they learned during training when they are back on the job
Level 4:Results
To what degree targeted outcomes occur as a result of learning event(s) and subsequent reinforcement.
Kirkpatrick Level 4 is a minimumReinforcement objectives determine
measurementsActionable Intelligence helps you
make decisionsReinforcement is not an assessment.
Use a variety of questions.
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6. CREATE MEASURABLE BEHAVIOR CHANGE
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7. PLACE THE PARTICIPANT CENTRAL
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A DOSE OF REALITY
0
20
40
60
80
100
0 Min 20 Min 60 Min 9 Hours 24 Hours 48 Hours 6 Days
% o
f Cor
rect
ly R
etai
ned
Info
rmat
ion
Time
THE FORGETTING CURVE
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A DOSE OF REALITY
0
20
40
60
80
100
1 Day 2 Days 3 Days 4 Days 5 Days 6 Days 7 Days
% o
f Cor
rect
ly R
etai
ned
Info
rmat
ion
Time
COMBATTING THE FORGETTING CURVE
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A DOSE OF REALITY
Lecture Approach 5-10% Retention or Below (Bersin, 2010)Keynote Speaker 5-10% Retention or Below
(Bersin, 2010)E-Learning 30-40% Retention Rate (Bersin,
2010)Interactive Workshops 50% Retention Rate
(Bersin, 2010)Experiential Learning 70% Retention Rate or
Greater (Bersin, 2010)
Manager Support
Individual Coaching
Reinforcement Activities
Learning Session
ORIENTATION MONTHLY PROGRAM ACTIVITIES POST-PROGRAM
Integrated Leadership Education and Applied Development: Our Approach
Learning Sessions: Instructor-led session provides powerful, practical learning.Reinforcement Activities: Technology driven reinforcement activities expertly crafted to help guide learners, increase knowledge retention, achieve measurable objectives and drive lasting behavior change.Individual Coaching: Giving individual participants the opportunity to engage one-on-one with an Executive Coach for support with specific work-related situations, improve leadership skills and sustainable, positive behavior change.Manager Support: Structured support tools enable manager to reinforce learning and engage participant in dialogue and action to develop performance and growth.
i-LEAD™
Manager Orientation
Individual Orientation
Manager Feedback
Ongoing Individual Coaching
Participant Feedback
©2017. Content is owned by ICC, Inc., confidential in nature, and cannot be used without permission.
7 PILLARS OF REINFORCEMENT
BEFORE: Determining the Where and the Who
DURING: Meet The Modern Learner
AFTER: Mission Critical: Reinforcement
FINALLY: Dose of Reality
Questions?
36
Susan Ruhl303-865-4400 | www.InnovateICC.com
THANK YOU!
